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Co-Creating Distinctive Strategies

In: Solving the Strategy Delusion

Author

Listed:
  • Marc Stigter

    (Critical Management Group)

  • Cary L. Cooper

    (Lancaster University)

Abstract

The first problem arises from confusing strategic planning with strategy development. How many more times do we hear ‘we need to create a strategic plan’ as opposed to ‘we need to create a strategy’? This is because most people see strategy as an exercise in producing a planning document. In this conception, strategy is manifested as a long to-do-list with actions, timings and accountabilities. Indeed strategic planning is about prioritizing developed strategic objectives and linking them to quantifiable actions, measurements, timings and accountabilities. A common mistake many of us make is to try and actually develop strategies during a periodic strategic planning session. But the key ingredients for developing distinct strategies are insights. Such insights rarely emerge from strategic planning sessions as high-lighted in a Harvard Business Review article.1 Yet almost 70 per cent of executives conduct strategic planning only at prescribed times; no wonder that only 11 per cent of executives feel that strategic planning is worth the effort.2

Suggested Citation

  • Marc Stigter & Cary L. Cooper, 2015. "Co-Creating Distinctive Strategies," Palgrave Macmillan Books, in: Solving the Strategy Delusion, chapter 4, pages 58-74, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-39469-9_4
    DOI: 10.1057/9781137394699_4
    as

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